European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Determinants of Success and Failure of Entrepreneurs of SMEs in Bangladesh- An Explorative Study S. M. NASRUL QUADIR M.Com (DU), MBA(UK) ASSOCIATE PROFESSOR OF FINANCE AND BANKING DEPARTMENT OF FINANCE AND BANKING UNIVERSITY OF CHITTAGONG, CHITTAGONG, BANGLADESH E-Account : firstname.lastname@example.org DR. MOHAMMAD SALEH JAHUR M. Com.(CU), Ph.D.(India), CIFRS (UK) PROFESSOR OF ACCOUNTING AND FINANCE DEPARTMENT OF FINANCE AND BANKING UNIVERSITY OF CHITTAGONG, , CHITTAGONG, BANGLADESH E-Account : email@example.comAbstractEntrepreneurs and entrepreneurship are significantly correlated with the economic development of acountry. Entrepreneurs cannot easily succeed in doing successful business venture without facing risk thatarises from internal and external conditions. So, the present study has been undertaken in order to identifythe factors contributing to the success; and influencing the failure of entrepreneurs of SMEs in Bangladeshby employing sophisticated multivariate technique-Varimax Rotated Factor Analytical Technique. Thestudy has collected and used only primary data; and consulted available literature for designing thequestionnaire and study. The study has considered 18 variables responsible for failure, and 10 variablescontributing to the success of entrepreneurs. The study has identified factors responsible for success ofEntrepreneurs of SMEs: Relationship Factor; and Organization Factor in order of magnitude. It hasidentified factors influencing the failure of Entrepreneurs of SMEs: sustainable Factor, Supply Factor, andProduct Related Factor in order of magnitude. The study has suggested entrepreneurs of SMEs to considerthese factors while developing policies and strategies for SMEs.Keywords: Entrepreneurs, Entrepreneurship, SMEs, Economic Development, and Strategies.1.1 Statement of the ProblemEntrepreneurs are directly involved into activities contributing to the development of economy of anycountry. Entrepreneurship and economic development are highly correlated (Khan, 2000). Entrepreneursare creating values for socio-economic development through employment generation, meeting demand ofcustomers, contribution to national exchequer & foreign exchange reserve, poverty reduction etc. So,entrepreneurs play a vital role in bringing technological change, innovation and growth of output ingeneral, and rapid employment generation in particular which finally results in changing standard of livingof the common masses (Park and Taher, 2010, p.17). The success and failure in doing business hasprofound impact on the economic development of a country. So, Government and other developmentagencies are found generating a congenial business environment for entrepreneurs in the country.Entrepreneurial environment plays an important role in development of industrial entrepreneurship
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)(Tandon, 1975). A Study (Rahman, 1970) has mentioned that growth of industrial entrepreneurship ispossible in an environment which regards the world as orderly, determinable and capable of being managedand manipulated. In fact, enabling business environment such as adequate supply of utility andinfrastructural services influence the entrepreneurs to come out with innovative business ideas and theirsuccess in doing business and contributing to the socio-economic development of the country (Ahmed,1994).Bangladesh is characterized by different business ventures-small, medium, and large. Small businesses arenumerous in Bangladesh and form a large majority in the domestic markets. According the estimate ofBSCIC there are about 523 thousands of small enterprises including cottage industries in the countryemploying about 2.3 millions of people, which is around 82 percent of total industrial labor forces [Khan,1999]. Quoting informal planning commission estimates, the SMDF puts the number medium enterprisesto be around 20,000 industrial units. Its development is largely dependent on the contribution of small andmedium enterprises, and so on the role being played by the entrepreneurs of SMEs. The growing economicsignificance of SMEs as source of development of entrepreneurship- traditional and technology socialventure, and employment generation in the developed, OECD countries especially since 1970s is nowwidely recognized in an increasingly growing volume of literature (OECD, 1997). The world economy hasbeen experiencing a paradigm structural shift from mass production to more flexible production in order tocope with the change and avail of opportunities in the market. This has led SMEs to a notable resurgence inthe developing countries like Bangladesh. Theses sectors are expected to offer ample opportunities todifferent cross sectional people of the society to get involved into income generating activities-traditional,technological, vocational and other activities and thereby strengthening the efforts towards achieving highand sustainable economic growth which are most important prerequisites for triggering an exit from viciouspoverty circle. A recent study (Papanek, Financial Express, April 19, 2010) has found that the decline inchina’s ability to compete opened up a once-in-a- lifetime opportunity for 10% growth, economictransformation and dramatic cut in poverty. This can be accomplished by establishing labour intensiveSMEs in rural areas of the country where cheap labour should be key competitive advantage.SMEs of Bangladesh have been vulnerable to frequent policy changes of Government from time to time.Besides, they are facing severe competition in and outside the country. As a result, the profitability ofSMEs has got squeezed and many of them have got financially distressed. Besides, Entrepreneurs of SMEsare experiencing both success and failure in different sectors for internal factors as well. Countrys half ofthe ready-made garments (RMG) units have fallen sick due to global crises, slump in the business as wellas other industrial constraints at home. The sick industries in various sectors include textile, leather,medicine, loom, food, chemical and rubber. At least 200,000 employees were employed in those industries,and now at least 50,000 of them are unemployed leading inhuman life in absence of any alternative incomesource. Countrys civil society that includes noted economists, entrepreneurs and chamber leaders called forrevival of such sick industries in order to protect jobs and boost economy. In view of this, the present studyhas been undertaken aiming at identifying factors contributing to the success and responsible for the failureof entrepreneurs of SMEs in Bangladesh.1.2 Objectives of the StudyThe principal objective of the study is to identify the factors influencing the success and failure ofentrepreneurs of SMEs in Bangladesh. To accomplish this objective, following specific objectives havebeen covered: a) To identify factors influencing the success of entrepreneurship; b) To identify the factors responsible for the failure of entrepreneurs of SMEs; c) To identify the factors contributing to the success of entrepreneurs of SMEs ; and d) To suggest some strategic policy measures for turning failure into success.1.3 Hypothesis of the Study
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)The following hypotheses have been developed and tested against the objectives set forth above:Ha1 : Following Factors are hypothesized to contribute to the success of entrepreneurs of SMEs in Bangladesh:X1 : A Willingness to Succeed;X2 : Self Confidence;X3: Understands the competition;X4: Uses a Targeted Marketing Strategy;X5: Clear Idea for Their Next Start up;X6: Wealthy Managerial Support;X7: Firms Well with Others;X8: Well Structured in Life and Business;X9 : Keeps Close Tabs on Financ es; andX10: The Business Plan.Ha2 : Following factors are hypothesized to influence the failure of entrepreneurs of SMEs in Bangladesh:X1: Inadequate Funding;X2: Non-Availability of Raw Materials;X3: Rise-in –Price of Raw MaterialsX4: Labour Unrest;X5: Cut-throat Competition;X6: Out-dated Plant and Machinery;X7: Availability of Better Substitute in the Market;X8: Poor Management;X9: Non-Payment of Bills from the Parties;X10: Un-Economic Production Size;X11: Power Failure;X12: Natural Calamity;X13: Ineffective Sales Performance;X14: Unreliable Suppliers;X15: Lack of Marketing Strategies;X16: Lack of Planning;X17: Staffing Imbalances; andX18: Lack of Focus on Core Idea.1.4 Scope of the Study
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)The study has covered the opinion of 23 Entrepreneurs of small and medium enterprises of differenteconomically important sectors as follows:Table 1: List of Sample Entrepreneurs of SMEsIndustry Sub-Sector Number of Samples PercentageLight Engineering Works 4 17.40Printing and Publishing 5 21.75Readymade Garments 8 34.75Plastic Products 3 13.05Automatic Servicing and Repairing 3 13.05Total Number of Sample 23 100Note: Data has been compiled by the researchers.1.5 Methodology of the StudyThe study has been an explorative study. It has used only primary data. 1.5.1 Collection of Primary Data: Researcher has prepared a questionnaire for collecting primary data onthe basis of literatures survey and opinion of experts/professionals. For that researcher has selected 30entrepreneurs of SMEs for the purpose of collecting data conveniently. He has attempted to conductinterview of 30 Entrepreneurs of SMEs. Finally he has been able to conducted interview of 23entrepreneurs of SMEs. In this case, the opinions of sample respondents have been captured on five pointlikert scale ( 5-Most Important, 4-Important, 3- Indifferent, 2-Less Important, and 1-least Important). Thestudy has consulted existing literature, journals, magazines, websites, and annual reports of the sampleSMEs for designing questionnaire and rationalizing the present study.1.5.2 Analysis of Data: The data thus collected has been tabulated first. Then the data have been analyzedby employing sophisticated multivariate technique-Varimax Rotated Factor Analysis or PrincipalComponent Method as follows:Factor Analysis: Factor analysis is a method of reducing a large number of variables (tests, scales, items,persons and so on) to a smaller number of presumed underlying hypothetical entities called factor(Fruchter, 1967). It tries to simplify and diverse relationship that exist among a set of observed variables byuncovering common dimensions or factors that link together the seemingly unrelated variables andconsequently provides insight into the underlying structures of the data( Dillion and Goldstein, 1984). Thepurpose of factor analysis is mainly two folds: data reduction and substantive interpretation. In the presentstudy, ‘Principal Components Varimax Rotated Method’ of factor analysis has been used in order toidentify the factors influencing the success and failure of Entrepreneurs of SMEs in Bangladesh.Principal component factor explains more variance that the loadings obtained from any method offactoring. In order to define the group membership, an algorithm may be used to uncover a structure purelyon the basis of the correlation structure of the input variables. Then the number of principal components tobe retained in the study has been decided on the basis of Kaiser’s criterion (1958) of Eigen value >1.Principal components having higher reliability coefficients are more reliable in the sense that thecorresponding factors would be replicable in other similar kind of studies. Then Communality, symbolizedby h2----- are then worked out which show how much of each variable is accounted for by the underlyingfactors taken together. Then, factor scores have been generated on the basis of weighted average ofPrincipal Factor loadings and average of respective variables included into the concerned group. Rankingof each factor has been made on the basis of scores derived.1.6 Organization of the Study
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)The study has been segmented into three sections. First section has covered statement of the problem,objective, hypothesis, and research methodology of the study; second session has focused on the findingsand their analysis; and third session has covered summary of the findings, policy implications andconclusion.2.0 Findings and their AnalysesEntrepreneur and Entrepreneurship are interwoven. Entrepreneurship is considered as the act of assumingthe risk and the tasks of an entrepreneur (Khan, 200,p.4). The success and failure of entrepreneurs dependlargely on the entrepreneurial capacity. Entrepreneur believes that success is possible because of i) theuniqueness of the idea; ii) the strength of the product; and iii) self-perception of quickness, and hard work,or some other fact known mainly to the entrepreneur which will guarantee success (Khan, 2000, p.2). Thisis why, the present study has attempted to identify the key factors for successful entrepreneurship in orderto facilitate the study over the factors influencing the success and failure of entrepreneurs of SMEs. Thesehave been discussed in the following paragraphs:2.1 Identifying the Key Factors for Successful Entrepreneurship of SMEsSuccessful Entrepreneurship is not an unmixed pleasure and blessing. The success of business depends notonly internal and external condition; but also on the capability and quality of entrepreneurship. The studyhas consulted different literatures (Khan,2000; Hold, 2002; Khanka,2001; Ahmed, 1994 andwww.google.com) for identifying the Key factors for successful entrepreneurship. It has collected opinionof 23 entrepreneurs of SMEs on these factors on five point liker scale. The study has expressed thecollected opinions of the sample entrepreneurs in terms of percentage weight as follows:Table-2: Key Factors for Successful Entrepreneurship ( in percentage)Factors Most Impor- In- Less Least Important tant different Important ImportantPrior Work Experience 58 30 - 12 -Lessons Learned from Failure 48 20 11 05 16Own Luck 41 30 3 18 08Professional Networks 36 41 12 6 5Availability of Financing 36 30 14 12 08Lack of Ability to Take Risks 48 30 12 6 4Ease of Management 54 18 10 8 10Difficulty in Raising Capital 56 16 8 8 12Business Management Skills 36 40 6 12 8Knowledge About to Start a Business 56 26 4 4 10Industry and Market Knowledge 30 56 - 14 -Pressure to Keep a Traditional Steady Job 32 30 20 18 -Note: Data has been compiled by the researchers.It is evident from the analysis of above table that most of the sample entrepreneurs have given highestimportance to the factors like prior work experience, difficulty in raising capital, ease of management,lessons learned from failure and ability to take risk in order of magnitudes. Aggregately on important side,most of the sample entrepreneurs are of the opinion that prior work experience, industry and marketknowledge, knowledge about to start a business, ability to take risk, professional network, and businessmanagement skills are key successful factors for entrepreneurship. This implies that these entrepreneurialfactors are most important for entrepreneurship. The entrepreneurs have to concentrate more on to theseentrepreneurial factors in order to have a profitable niche in the competitive business environment.2.2 Identification of Factors Contributing to the Success of Entrepreneurs of SMEs in Bangladesh
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Apart from entrepreneurial factors as have been mentioned in the above section-2.1 the success of anentrepreneur depends on both internal and external factors. A Study (Ahmed 1981) has segmented thevarious factors for the success into four categories. They are: a) psychological factors, b) socio-culturalfactors, c) personal factors, and d) opportunity factors. A summary of the success factors of entrepreneursbased on available literature is shown as follows:Table-3: Success Factors of EntrepreneursFactors Canti- McClenlland Rahman, Ahmed, Hornaday, Kao, llon R. D. 1961 A, 1979 S.U. J.A. 1982 J.J. 1975 1989 1981Risk Taking √ √ √ √ √ √Innovativeness √ √ √ √Well-Coordinates √ √ √Self Awareness √ √ √ √Self Confidence √ √ √Personal Initiative √ √ √ √Knowledge √InformationDynamism √ √Long-term √InvolvementPerseverance and √DeterminationOpportunity Seeking √Note: Data have been compiled by the researchers.On the basis of available literature and counseling with the experts, the present study has selected a set offactors (shown in the table under section 1.3) that influence the success of entrepreneurs of SMEs. Thestudy has collected opinion of 23 sample entrepreneurs of SMEs on five point liker scales; and employedmultivariate technique –Varimax Rotated Factor Analysis for analysis of data. So, the analysis is subject tocorrelation analysis, principal component analysis, rotated factor analysis, and finally factor score forranking the factors derived from principal component analysis.2.2.1 Analysis of Correlation MatrixThe study has estimated zero-order correlation of all 10 variables that contributes to the success ofentrepreneurs of SMEs, considered for study. The correlation matrix (see Appendix-IV) has shown thatVariables understudy have formed several groups on the basis of relationship underlying between variables.Variables within the group have been found to have significant relationship at different level of significanceranging from 1% to 10%. It is observed that variables X2 has been found significantly correlated withvariables X3, and X5 at 1% level; variable X4 is found correlated with variable X8 at 1% level ofsignificance; and Variable X10 is found significantly correlated with variables X5, and X6 at 1% level ofsignificance. These relationships between variables finally lead to the formation different orthogonalfactors.2.2.2 Principal Component Analysis
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) The correlation matrix of all 10 variables has been further subjected to principal component analysis. TheEigen values, the percentage of total variance, and rotated sum of squared loadings have been shown inAppendix-V. The factor matrix as obtained in the principal component analysis has also been furthersubjected to Varimax Rotation. An examination of Eigen values has led to the retention of four factors.These factors have accounted for 24.45%, 23.05%, 19.90%, and 13.32% of variation. This implies that thetotal variance accounted for by all eight factors is 80.71% and the remaining variance is explained by otherfactors.2.2.3 Factor AnalysisThe rotated factor matrix has been shown in Appendix-VI. This shows that variables understudy haveconstituted four groups/factors. It can be mentioned that the variable with factor loading of 0.50 and abovehas been considered for inclusion into the factors. These have been discussed in the following paragraphs:Factor-I: Organizational FactorFactor-I explains 24.45 percent of the total variations existing in the variable set. This includes variables-X5, X6 and X10. This factor has significant factor loadings on these variables which have formed this majorcluster. This factor belongs to idea generation, managerial support for implementation through effectivebusiness plan of SMEs. So, this factor provides a basis for conceptualization of a dimension, which may beidentified as ‘Organizational Factor.’Factor-II: Strategic Management FactorFactor-II explains 23.05 percent of the total variations existing in the variable set. This includes variables-X4, X8,, and X9. This factor has also significant factors loading on these variables which formed secondimportant cluster with respect to the variation. This factor is concerned with strategic relationship and fundfactors of entrepreneurs of SMEs. So, this has provided a dimension of conceptualizing this strategicvariables, which may be identified as ‘Strategic Management Factor.’Factor-III: Personal FactorFactor-III explains 19.90 percent of the total variations existing in the variable set. This includes variables-X1, X2, and X3. This factor has high to higher factor loadings on these variables which have formed a thirdimportant cluster. This factor is related basic entrepreneurial capacity of entrepreneurs of SMEs. So, thishas provided a dimension of conceptualizing capacity related variables as ‘Personal Factor.’Factor-IV: Relationship FactorFactor-IV explains 13.32 percent of the total variations existing in the variable set. This includes only onevariable- X7 : Corporates Well with Others . This factor has also higher factor loadings on the variablewhich have formed a fourth important cluster. This factor has provided a basis for conceptualization ofdimension which may be called ‘Relationship Factor’.Finally, the rankings obtained on the basis of factor wise average scores are shown in the following Table:Table-4: Rankings of the Factors Influencing Failure of Entrepreneurs of SMEs Factor Average Score RankI Organizational Factor 3.30 2II Strategic Management Factor 3.28 3III Personal Factor 1.10 4IV Relationship Factor 3.7 1Note: Data has been compiled by the researchers.The factor ranking show that Factors IV: Relationship Factor is the most important factor that leads theentrepreneurs of SMEs to the failure of business. This factor includes only one variables X7: Corporateswell with Others. This implies that an entrepreneur with competitive advantage and core competence canbe a market leader and maintain a very good relationship even with the competitor among others. This hasreally reflected the true picture of entrepreneur’s success in doing SMEs. The second most important factoris Organization Factor. This factor includes variables such as generation of innovative idea, good business
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)plan and healthy management support. These variables have been found contributing to the success ofentrepreneur in doing SMEs. The third important factor is the Strategic Management Factor which includesvariables well structured in life and business, tabbing funds and strategic marketing of products. Thesethree variables can be considered to be significant factors of entrepreneur’s success in doing SMEs.2.3 Identification of Factors Responsible For Failure of Entrepreneurs of SMESEntrepreneurs are subject to both systematic and unsystematic risks. They are to deal with the differentissues like moral hazard, adverse selection, agent cost and conflicts thereof. Entrepreneurs can succeed inthe business taking all the risks arising out of these issues and conditions reasonable care. The present studyhas consulted available literature, and considered the opinions of experts while determining the factorsresponsible for failure of of entrepreneurs of SMEs for study (shown in section 1.3). The study hascollected opinions of 23 entrepreneurs of SMEs on five point likert scale. Then, the data has been analyzedby employing ‘Varimax Rotated Factor Analysis’ in the following paragraphs:2.3.1 Analysis of Correlation MatrixThe study has estimated zero-order correlation of all 18 variables that influence the failure ofentrepreneurs of SMEs considered for study. The correlation matrix (see Appendix-I) has shown thatVariables understudy have formed several groups on the basis of relationship underlying between variables.Variables within the group have been found to have significant relationship at different level of significanceranging from 1% to 10%. It is observed that variables X1 has been found significantly correlated withvariables X2, X3, X4 and X15 at 1% level; variable X10 is found correlated with Variables X7 and X8,andX9 at 1% level of significance; and Variable X5 is found significantly correlated with variables X10, X12,and X14 at 1% level of significance. These relationships between variables finally lead to the formationdifferent groups.2.3.2 Principal Component AnalysisThe correlation matrix of all 18 variables has been further subjected to principal component analysis. TheEigen values, the percentage of total variance, and rotated sum of squared loadings have been shown inAppendix-II. The factor matrix as obtained in the principal component analysis has also been furthersubjected to Varimax Rotation. An examination of Eigen values has led to the retention of six factors.These factors have accounted for 22.50%, 21.16%, 14.99%, 14.39%, 11.36% and 10.74% of variation. Thisimplies that the total variance accounted for by all eight factors is 95.14% and the remaining variance isexplained by other factors.2.3.3 Factor AnalysisThe rotated factor matrix has been shown in Appendix-III. This shows that variables understudy haveconstituted six groups/factors. It can be mentioned that the variable with factor loading of 0.50 and abovehas been considered for inclusion into the factors. These have been discussed in the following paragraphs:Factor-I: Strategic Cost and Fund Management FactorFactor-I explains 22.50 percent of the total variations existing in the variable set. This includes variables-X1, X2, X3, X4 and X15. This factor has significant factor loadings on these variables which have formed thismajor cluster. This factor belongs to materials, marketing and funds of SMEs. So, this factor provides abasis for conceptualization of a dimension, which may be identified as Strategic Cost and FundManagement Factor.Factor-II: Product Management FactorFactor-II explains 21.16 percent of the total variations existing in the variable set. This includes variables-X7, X8,, and X10. This factor has also significant factors loading on these variables which formed secondimportant cluster with respect to the variation. This factor is concerned with products of the firm and of themarket, and their management. So, this has provided a dimension of conceptualizing Product relatedvariables, which may be identified as Product Management Factor.
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)Factor-III: Fund Management and Credit CrunchFactor-III explains 14.99 percent of the total variations existing in the variable set. This includes variables-X5, X12, and X14. This factor has moderate to high factor loadings on these variables which have formed athird important cluster. This factor is related to supply and competition in the market. So, this factor hasprovided a basis for conceptualization of a dimension, which may be called ‘Systematic Factor’.Factor-IV: Sustainable FactorFactor-IV explains 14.39 percent of the total variations existing in the variable set. This includes variables-X6, and X16 . This factor has also higher factor loadings on these variables which have formed a fourthimportant cluster. This factor has provided a basis for conceptualization of dimension which may be called‘Sustainable Factor’.Factor-V: Supply FactorFactor-V explains 11.36 percent of the total variations existing in the variable set. This includes variables-X11 and X13 . This factor has high factor loadings on these variables which have formed a fifth importantcluster. This factor has provided a basis for conceptualization of dimension which may be called ‘SupplyFactor.’Factor-VI: Operating FactorFactor-V explains 10.74 percent of the total variations existing in the variable set. This includes variables-X9, X17, and X18 . This factor has factor loadings ranging from moderate to high on these variables whichhave formed a sixth important cluster. This factor is concerned with the core idea and human resourcefactor. This factor has provided a basis for conceptualization of dimension which may be called ‘OperatingFactor’.Finally, the rankings obtained on the basis of factor wise average scores are shown in the following Table:Table-5: Rankings of the Factors Influencing Failure of Entrepreneurs of SMEs Factor Average Rank ScoreI Strategic Cost Management Factor 2.45 4II Product Related Factor 3.00 3III Systematic Factor 2.40 5IV Sustainable Factor 4.60 1V Supply Factor 3.98 2VI Operating Factor 2.37 6Note: Data has been compiled by the researchers.The factor ranking show that Factors IV: Sustainable Factor is the most important factor that leads theentrepreneurs of SMEs to the failure of business. This factor includes variables such as X6: Out-dated Plantand Machinery, and Lack of Planning. This has really reflected the actual scenario of being failure in doingSMEs. The second most important factor is Supply Factor. This factor includes variables such as PowerFailure and Ineffective Sales Performance. These variables have been found rendering SMEs gross failure.The third important factor is the Product Related Factor which includes variables such as better substituteproduct, poor management, and un-economic production size. The fourth important factor is the StrategicCost Management Factor which includes inadequate finance, non-available raw materials, labour problemand lack of marketing strategies.The study has adopted two alternative hypotheses for testing against the objectives two and three. Themethodology, the researcher has employed, does not allow taking all variables as significant for policy anddecision makings. The study has identified first three ranking factors influencing the failure ofentrepreneurs; and identified first two ranking factors influencing the success of entrepreneur in doingSMEs. It can therefore be concluded that null hypotheses adopted for testing have been rejected.
European Journal of Business and Management www.iiste.orgISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)3.0 Summary of the Findings, Policy Implication and ConclusionThe inference of the study is confined to the economies of SMEs in Bangladesh. The present study hasbeen an explorative one. It has tried to explore the variables contributing to the success and responsible forfailure of entrepreneurs of SMEs by employing sophisticated multivariate technique-Varimax RotatedFactor Analysis. In this case, the study has used SPSS -9th Version. The study has found following factorsas significant for entrepreneurial policies and strategies:Factors Responsible for Success of Entrepreneurs of SMEs: Relationship Factor; and Organization Factor.Factors Influencing the Failure of Entrepreneurs of SMEs: Sustainable Factor; Supply Factor; and Product Related Factor.The study has suggested present and future entrepreneurs to take above factors into consideration whilemaking policies and strategies for SMEs. This is expected to give entrepreneurs a competitive andsustainable advantage of understanding and doing business in the globally competitive business.References:Ahmed, M. ( 1994), ‘Economic and Cultural Environments For Industrial Entrepreneurship Developmentin Bangladesh: An Explorative Study.Ahmed, S.U. (1981), ‘Entrepreneurship and Management Practices Among Immigrants from Bangladeshin the UK’, Unpublished Doctoral Thesis, Brunel University.Cantillion, R. (1955), Essai Sur La Nature Du Commerce in General , Londn.Hornaday, J.A. (1982), Research About Living Entrepreneurs, Encyclopedia of Entrepreneur, Edited byKent et.al. Eagle Cliffs, New Jersy: Prentice Hall, pp.20-24.Khan, A.K. ( 2000), Entrepreneurship Small Business and Lives of Successful Entrepreneurs, Dhaka: RubiPublications, Bangladesh.Kao, J.J. (1989), Entrepreneurship , Creative and Organization: Text Cases and Readings, New Jersy:Prentice Hall.Khanka, S. S. (2001), Entrepreneurial Development, New Delhi: S. Chand & Company Ltd..McClelland, D. C. (1961)., The Achieving Society, New York: The Free Press.OECD (1997), Globalization and SMEs, Volume 1, Synthesis Report, Paris.Palmer, K.N. (1994), ‘Financial Information used by Small Retailer’, The CPA Journal,Volume 64, No. 4, pp.70-72Park, K. and Taher, A. ( 2010), ‘Encouraging Entrepreneurship Development and Its Impact on HRD inEmerging Economies, Korean Journal of Business Ethics, The Korean Academy of Business Ethics, Vol.12, No.1, June.Rahman, A. (1970), Private Sector of East Pakistan: An Analysis of Lagged Development, ResearchMonograph, No.3, Karachi: UBL, March 4.Rahman, A.H. M.H. ( 1979), Entrepreneurship and Small Enterprise Development inBangladesh, Bureau Of Business Research, DhakaTandon, B.C. ( 1975), Environment and Entrepreneurs, Allahabad: Chugh Publications, p.1.